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PurposeThe purpose of the research is to utilize and expand on existing knowledge on organizational value‐based innovativeness, towards the development of the “strategic reflexivity” concept, for businesses competing in the contemporary ever‐modulating business environments.Design/methodology/approachThe paper is based partly on primary qualitative research and partly on theoretical research. The former consists of a six month long in‐house observation and data gathering of a large company (OPERACOM Group) innovation process and on 45 semi‐directive interviews of practitioners and experts.FindingsThe findings descriptively portray the varying competitive conditions as intolerant of conventional strategic marketing planning; and unable to sustain any lasting competitive advantage. Prescriptively, the research proposes a change of strategic philosophy and practice, through a shift from orthodox planning to the design of value‐based reflexive mechanisms that automatically adapt to change. The paper finally presents a preliminary model for the proposed strategic reflexivity process.Research limitations/implicationsThe paper, though scientific, it is in parallel a conceptual one. The “strategic reflexivity” concept and its consequent model therefore, are presented, not as a definitive answer to the concerns of contemporary businesses; but rather as a scientifically‐based proposition towards further practical and scholarly development.Originality/valueThe research value rests on a tripod of original contributions: it adds to the voices calling executives to give up on conventional tactical strategic means, counter‐proposing strategic redevelopment that is explicitly value‐based; it identifies the value‐based innovational elements deemed critical in the strategic redevelopment of businesses in hypercompetitive environments; and it develops the “strategic reflexivity” concept and process within the above context towards theoretical development and practical implementation.

Ambidextrous leadership is a key factor in the success of emerging market fi rms' venturing into advanced economies. Although the defi nition of ambidextrous leadership is universal, its operationalization is culturally contingent. This conceptual paper examines Indian companies, increasingly recognized for their ambidexterity, and aims to explain this phenomenon by using Indian cultural dimensions. Five propositions relating to charisma, inspirational motivation, intellectual stimulation, individualized consideration, and Indian ambidextrous leadership are developed. We show that the seven cultural variables FEATURE ARTICLE FEATURE ARTICLEcharacterizing Indian ambidextrous leadership (nurturant, personal touch, expertise, simple living and high thinking, loyalty, self-sacrifi ce, and the giving model of motivation) reinforce the recent successful internationalization by Indian companies.

A pragmatic “holy grail” of organizational aspirations, ambidexterity is increasingly gaining the attention of executives and scholars alike, presenting them with a frame of thought and a functional strategic attitude that befits the perplexing nature of contemporary business contexts. Aiming to cover one of the most noticeable gaps in knowledge on the subject, this exploratory research studies the evolutionary process of a divisional multi‐business‐unit organization to an ambidextrous one. We thus identify the determinants of a successful evolution and propose an executive‐oriented comprehensive model towards divisionalized ambidexterity. In this context, we answer critical questions relating to the relative weight of innovation within multiunit business ambidexterity, the requisite means and aims of the structural and contextual determinants of success, and the role of top management. We conclude that there is a strategic need for balance between internal and external congruence; and that multiunit integration must be such as to achieve an internal solidification of systems and processes, as well as external adaptability and market flexibility; all within an incessantly changing and unpredictable business environment. The value of the research to human resource management knowledge lies in its focus on multiunit business ambidextrous evolution; and in its consequential scientifically founded practical elucidations of executive worth. Equally importantly, though, the findings transcend theoretical constrictions to provide an in‐context business perspective through a comprehensive system that considers also strategic and environmental realities. © 2015 Wiley Periodicals, Inc.

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